Ride BART to a satisfying career that lets you both: 1) make a difference to Bay Area residents, and 2) enjoy excellent pay, benefits and employment stability. BART is looking for people who like to be challenged, work in a fast paced environment, and have a passion for connecting over 400,000 daily riders to work, school and other places they need to go. BART offers a competitive salary, comprehensive health benefits, paid time off, and the CalPERS retirement program.
Pay and Benefits
BART offers comprehensive compensation and benefits programs. Benefits include CalPERS pension; excellent medical (effective January 1, 2018 current employee cost $143.93 monthly for most plans), vision, and dental coverage; supplemental insurances; paid holidays and vacation; as well as two investment programs, one of which is entirely funded by BART. BART does not participate in Social Security. Complimentary BART passes for employee and qualifying dependents.
$115,426.00 to $178,912.00 (Non-Rep Pay Band 09)
August 8, 2018
August 31, 2018 or Open Until Filled.
Group Managers, Capital Projects
Saturday and Sunday
Who May Apply
All current BART employees and qualified individuals who are not yet BART employees.
The Planning, Development and Construction Department is recruiting to fill a Project Manager position to support work within the Earthquake Safety Program capital group. Successful incumbent will report to the Group Manager for the Earthquake Safety Program (ESP), and will be responsible for managing assigned capital work from ESP, or Measure RR funded construction.
The ideal candidate will demonstrate the following criteria above the minimum qualifications:
Developing relations and coordinating with operating departments of a working railroad or other heavy industrial function.
Knowledge of public works contracting mechanisms, related codes, regulations and procedures.
Developing relations, coordinating with and directing consultant and construction contract forces.
Ability in development and maintenance of program budgets and schedules.
Ability in preparing, interpreting, and modifying engineering plans, drawings, specifications, and estimates.
Excellent verbal and written communication skills.
Ability to establish and maintain effective working relationships with peers, internal departments, and external organizations and agencies.
Ability to plan and schedule workload and work of others effectively.
The ideal candidate has an engineering background in one or more of the following disciplines:
· Traction Power
· Computer Systems
· Train Control
An Engineering degree is preferred. Candidates must be able to use MS Office, including MS Project and be advanced MS Excel users. Experience with Primavera P6, PeopleSoft, and Maximo is a plus. Preferred types of management skills include Lean Six Sigma, Agile, and Scrum.
The ideal candidate will also demonstrate skills and experience in three or more of the following areas:
· Design and lead risk management projects, risk register analytics, root cause analysis, drive resolution of complex program including risk registers
· Engineering projects in close cooperation with Maintenance, which may include engineering standards/drawings, reviews, and updates
· Measure project performance using appropriate tools and techniques, and apply innovative techniques to improve project performance
· Ensure that all projects are delivered on-time, within scope and within budget, and troubleshoot and resolve complex challenges in all aspects of project closeout
· Track and evaluate future project technical needs, and coordinate capital funding challenges and improvements
· Development of required contract documents to drive optimized purchasing, and ensure contract documents conform to all district, state, and federal requirements
· Ensure resource availability and allocation, and track and optimize funding streams including multiple grant sources
· Guide and direct resolution of project difficulties and complex control and technical problems around scope, schedules, and/or budget, using analytics for early detection of control issues in large portfolios
*These are capital positions and are subject to time and funding limitations.
Essential Job Functions
EXAMPLES OF DUTIES
- Duties may include, but are not limited to, the following:
1. Manages capital program engineering design and construction projects or programs in assigned areas from conceptual design through completion; project areas may include rail car procurement and rehabilitation, stations construction and rehabilitation, automated fare collection, and transit systems and structures design and construction; develops and directs project work standards from design through final program and equipment acceptance.
2. Develops and directs the implementation of goals, objectives, policies and procedures in assigned project areas.
3. Plans, organizes, assigns, reviews and evaluates the work of assigned District and contract staff; manages and directs the work of contract consultants.
4. Directs or participates in the preparation and review of designs, plans, specifications and cost estimates; ensures specifications and contract requirements comply with District standards and policies.
5. Identifies equipment or systems needs on assigned projects; evaluates functional requirements; reviews vendor and manufacturer design and specifications on project equipment and materials; coordinates equipment procurement and testing activities; oversees equipment installation.
6. As assigned, oversees contractor and consultant contracts; develops scope of work; prepares request for proposal; reviews proposals and makes recommendation on selection; assists in contract negotiation and preparation; monitors work activities to ensure compliance with contractual obligations.
7. Performs construction project management duties; prepares cost estimates; prepares and monitors project schedules and budgets; conducts field inspections as required; monitors work in progress; writes, approves, negotiates and executes contract changes; authorizes contract payments upon project completion.
8. Serves as the project liaison with other divisions, departments and outside agencies; negotiates and resolves project issues.
9. Provides responsible staff assistance for higher level management staff on projects and related matters.
10. Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of engineering design and construction.
A Bachelor's degree in engineering, business administration or a closely related field from an accredited college or university.
Five (5) years of (full-time equivalent) verifiable project management and administration experience which must have included at least one (1) year of supervisory experience.
Must possess a valid California driver's license and have a satisfactory driving record.
Must possess sufficient physical mobility to inspect construction in progress or review other projects.
Additional professional experience as outlined above may be substituted for the education on a year-for-year basis. A college degree is preferred.
Please Note: Applicants with transcripts from outside the United States or its territories must have the transcripts evaluated by an academic accrediting service.
Principles and practices of engineering disciplines in assigned project area. Principles and practices of engineering design and construction in assigned project area. Principles and practices of project management. Principles and practices of contract administration. Principles and practices used in the preparation of designs, plans, specifications, and cost estimates. Methods and techniques of coordinating and scheduling project work. Methods and techniques of contract negotiation. Principles and practices of procurement. Principles and practices of budget development and administration. Principles of supervision, training and performance evaluation. Current office procedures, methods and equipment including computers. Related Federal, State and local codes, laws and regulations. Skill in
Managing, supervising and coordinating assigned projects. Developing and implementing project goals, objectives and procedures. Planning, organizing, directing, and coordinating the work of professional staff and contract consultants. Planning, organizing, scheduling, monitoring and reviewing project work. Managing project design concepts and solutions. Managing and reviewing project budget analysis, calculations and cost estimates. Preparing designs, plans, specifications, and cost estimates. Directing or conducting contract negotiations. Conducting field inspections. Developing and administering project budgets. Analyzing problems, identifying alternative solutions, projecting consequences of proposed actions and implementing recommendations in support of goals. Interpreting and explaining established policies and procedures for assigned District projects. Preparing clear and concise reports. Operating office equipment including computers and supporting word processing and spreadsheet applications. Communicating clearly and concisely, both orally and in writing. Establishing and maintaining effective working relationships with those contacted in the course of work.
Applications will be screened to assure that minimum qualifications are met. Those applicants who meet minimum qualifications will then be referred to the hiring department for the completion of further selection processes.
The selection process for this position may include a skills/performance demonstration, a written examination, and a panel and/or individual interview.
The successful candidate must have an employment history demonstrating reliability and dependability; provide copies of certificates, diplomas or other documents as required by law, including those establishing his/her right to work in the U. S; pass a pre-employment medical examination which may include a drug and alcohol screen, and which is specific to the essential job functions and requirements. Pre-employment processing will also include a background check. (Does not apply to current full-time District employees unless specific job requires additional evaluations).
External applicants may only apply online, at ****Applicants needing assistance with the online application process may receive additional information by calling (510) 464-6112.
Current employees are strongly encouraged to apply online, either at ****or on WebBART. Current employees may also apply using a BART paper application by delivering the completed form to the Human Resources Department, or by mailing it to P. O. Box 12688, Oakland, CA 94604-2688.
All applicants are asked to complete the application in full, indicating dates of employment, all positions held, hours worked, and a full description of duties. On line applicants are invited to electronically attach a resume to the application form to provide supplemental information, but should not consider the resume a substitute for the application form itself.
Applications must be complete by the closing date and time listed on the job announcement.
Equal Employment Opportunity
The San Francisco **MEMBERS ONLY**SIGN UP NOW***. is an equal opportunity employer. Applicants shall not be discriminated against because of race, color, sex, sexual orientation, gender identity, gender expression, age (40 and above), religion, national origin (including language use restrictions), disability (mental and physical, including HIV and AIDS), ancestry, marital status, military status, veteran status, medical condition (cancer/genetic characteristics and information), or any protected category prohibited by local, state or federal laws.
The BART Human Resources Department will make reasonable efforts in the examination process to accommodate persons with disabilities or for religious reasons. Please advise the Human Resources Department of any special needs in advance of the examination by emailing at least 5 days before your examination date at **** .
Qualified veterans may be eligible to obtain additional veteran's credit in the selection process for this recruitment (effective Jan. 1, 2013). To obtain the credit, veterans must attach to the application a DD214 discharge document or proof of disability and complete/submit the Veteran's Preference Application no later than the closing date of the posting. For more information about this credit please go to the Veteran's Preference Policy and Application link at ****Other Information
Office environment; exposure to computer screens; field environment ; travel from site to site.
May require maintaining physical condition necessary for walking, standing or sitting for prolonged periods of time.
When you have successfully applied for this position you will receive an auto reply e-mail acknowledging that your application was received for this position. Please retain a copy of the e-mail for your records. If you receive an auto reply that does not specifically reference this position, please email Employment Help at **** for assistance.
To verify submission of your application, click on the 'My Career Tools' link at the top of the 'Careers Home Page' after submitting your application to view the list of applications you have submitted (including application date and status). If you have further questions, please email the Employment Help at **** , between the hours of 8:15am - 5:00pm, Monday- Friday.
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About BART (Bay Area Rapid Transit)
The BART story began in 1946. It began not by governmental fiat, but as a concept gradually evolving at informal gatherings of business and civic leaders on both sides of the San Francisco Bay. Facing a heavy post-war migration to the area and its consequent automobile boom, these people discussed ways of easing the mounting congestion that was clogging the bridges spanning the Bay. In 1947, a joint Army-Navy review Board concluded that another connecting link between San Francisco and Oakland would be needed in the years ahead to prevent intolerable congestion on the Bay Bridge. The link? An underwater tube devoted exclusively to high-speed electric trains.
Since 1911, visionaries had periodically brought up this Jules Verne concept. But now, pressure for a traffic solution increased with the population. In 1951, the State Legislature created the 26-member San Francisco Bay Area Rapid Transit Commission, comprised of representatives from each of the nine counties which touch the Bay. The Commission's charge was to study the Bay Area's long range transportation needs in the context of environmental problems and then recommend the best solution.
The Commission advised, in its final report in 1957, that any transportation plan must be coordinated with the area's total plan for future development. Since no development plan existed, the Commission prepared one itself. The result of their thoroughness is a master plan which did much to bring about coordinated planning in the Bay Area, and which was adopted a decade later by the Association of Bay Area Governments (ABAG).
The BART Concept is Born
The Commission's least-cost solution to traffic tie-ups was to recommend forming a five-county rapid transit district, whose mandate would be to build and operate a high-speed rapid rail network linking major commercial centers with suburban sub-centers.
The Commission stated that, If the Bay Area is to be preserved as a fine place to live and work, a regional rapid transit system is essential to prevent total dependence on automobiles and freeways.
Thus was born the environmental concept underlying BART. Acting on the Commission's recommendations, in 1957, the Legislature formed the San Francisco **MEMBERS ONLY**SIGN UP NOW***., comprising the five counties of Alameda, Contra Costa, Marin, San Francisco and San Mateo. At this time, the District was granted a taxing power of five cents per $100 of assessed valuation. It also had authority to levy property taxes to support a general obligation bond issue, if approved by District voters. The State Legislature lowered the requirement for voter approval from 66 percent to 60 percent.
Between 1957 and 1962, engineering plans were developed for a system that would usher in a new era in rapid transit. Electric trains would run on grade-separated right-of-ways, reaching maximum speeds of 75-80 mph, averaging perhaps 45 mph, including station stops. Advanced transit cars, with sophisticated suspensions, braking and propulsion systems, and luxurious interiors, would be strong competition to King Car in the Bay Area. Stations would be pleasant, conveniently located, and striking architectural enhancements to their respective on-line communities.
BART employees in the 1970s.
Hundreds of meetings were held in the District communities to encourage local citizen participation in the development of routes and station locations. By midsummer, 1961, the final plan was submitted to the supervisors of the five District counties for approval. San Mateo County Supervisors were cool to the plan. Citing the high costs of a new system-plus adequate existing service from Southern Pacific commuter trains - they voted to withdraw their county from the District in December 1961.
With the District-wide tax base thus weakened by the withdrawal of San Mateo County, Marin County was forced to withdraw in early 1962 because its marginal tax base could not adequately absorb its share of BART's projected cost. Another important factor in Marin's withdrawal was an engineering controversy over the feasibility of carrying trains across the Golden Gate Bridge.
BART had started with a 16-member governing Board of Directors apportioned on county population size: four from Alameda and San Francisco Counties, three from Contra Costa and San Mateo, and two from Marin. When the District was reduced to three counties, the Board was reduced to 11 members: four from San Francisco and Alameda, and three from Contra Costa. Subsequently, in 1965, the District's enabling legislation was changed to apportion the BART Board with four Directors from each county, thus giving Contra Costa its fourth member on a 12-person Board. Two directors from each county, hence forth, were appointed by the County Board of Supervisors. The other two directors were appointed by committees of mayors of each county (with the exception of the City and County of San Francisco, whose sole mayor made these appointments).
The five-county plan was quickly revised to a three-county plan emphasizing rapid transit between San Francisco and the East Bay cities and suburbs of Contra Costa and Alameda counties. The new plan, elaborately detailed and presented as the BART Composite Report, was approved by supervisors of the three counties in July 1962, and placed on the ballot for the following November general election.
The plan required approval of 60 percent of the District's voters. It narrowly passed with a 61.2 percent vote District-wide, much to the surprise of many political experts who were confident it would fail. Indeed, one influential executive was reported to have said: If I'd known the damn thing would have passed, I'd never have supported it.
The voters approved a $792 million bond issue to finance a 71.5 mile high-speed transit system, consisting of 33 stations serving 17 communities in the three counties. The proposal also included another needed transit project: rebuilding 3.5 miles of the San Francisco Municipal Railway. The new line would link muni streetcar lines directly with BART and Market Street stations, and four new Muni stations would be built.
The additional cost of the transbay tube -- estimated at $133 million -- was to come from bonds issued by the California Toll Bridge Authority and secured by future Bay Area Bridge revenues. The additional cost of rolling stock, estimated at $71 million, was to be funded primarily from bonds issued against future operating revenues. Thus, the total cost of the system, as of 1962, was projected at $996 million. It would be the largest single public works project ever undertaken in the U.S. by the local citizenry.
After the election, engineers immediately started work on the final system designs, only to be halted by a taxpayer's suit filed against the District a month later. The validity of the bond election, and the legality of the District itself, were challenged. While the court ruled in favor of the District on both counts, six months of litigation cost $12 million in construction delays. This would be the first of many delays from litigation and time-consuming negotiations involving 166 separate agreements reached with on-line cities, counties, and other special districts. The democratic processes of building a new transit system would prove to be major cost factors that, however necessary, were not foreseen.